In your view, why do you think player acquisition costs are reaching record-high levels?

Allan Stone: We’re starting to see the impact of many of the privacy standards implemented. There is the Cookie deprecation that’s happened across both Google and iOS, as well as a lot of the ad identifiers being blocked by default, as opposed to as a setting that users can turn on. Operators haven’t been able to truly understand what the impact of this has been. They’re having to spend much more to achieve the same level of performance, simply because they don’t have a good understanding of the systems in place to hone in on where they are spending money to acquire players. As a result, operators are having to spend more money acquiring players that maybe aren’t the best quality and will likely churn.

From a regulatory perspective, especially in the US, there has been a bit of a slowdown in markets opening. We had an initial gold rush here in the US, but now, fewer states are coming online. We’re seeing a pullback on ad spend; even though it costs much more to acquire new players, operators aren’t spending as much as they used to. I think that’s an effect of over saturation in the market. Players have seen all these different products and different brands that are available to them. Essentially, the core products have become very commodotised. Every operator seems to offer pretty much the same slots as everyone else does.

What’s interesting is that if you’re to walk into a bunch of different casinos in Las Vegas, once you walk past the front doors, they all look and feel the same from a gaming perspective. Where they differ is through the experience that you get while in the casino; the design, the hospitality, etc. Those players that tend to play offline are starting to look towards those secondary offerings outside the core betting portfolio, they’re seeking more of an experience.

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I think that we haven’t seen that in the digital space yet. There is very little differentiation in user experience on one betting app compared to the others. Operators need to take the time and energy to really personalise and customise their user experience to individual players. When that starts to happen, this is when you start to see an increase in acquisition costs. But then you will also see a consolidation in those costs – operators will start to become more efficient, cost savings will come into play, and that is when these brands can really differentiate themselves from one another.

What’s the secret to keeping players coming back in the long term?   

Allan Stone: In a word, personalisation. It’s plain and simple. The more that brands can understand player behaviours and continue to create personalised experiences, the more they will keep players coming back in the long term.

I’ve heard a few different product people talk about how they can try personalise the experience further, and one idea was to emulate the experience that you get from apps such as Tinder where you swipe left or right to bet on different markets. What they realised was that the younger generation of players – who maybe weren’t as valuable – enjoyed that product feature, but their core betting customers weren’t as engaged. Operators are waking up to that now. If you want players to remain around, you’ve got to give them a reason to stay other than simply rolling out the same products as everyone else.

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For a lot of the North American brands, they’ve done a great job of tying their iGaming and sports betting experience into their land-based properties. As time goes on, and the market continues to mature, you’ll see much more of that starting to happen. The land-based and digital experiences can complement each other really well, when done right; operators need to make sure they have that streamlined experience across all touchpoints. Brands should be going beyond the standard, core betting experience and instead delivering something much more holistic, and much more personalised to each customer.

Historically, we’ve beta tested location-based suggestions during NFL games, whereby if someone opened up a betting app while in a stadium, then that would be a good indicator of what markets they would be looking to bet on. They’re more than likely wanting to bet on the game that is taking place in front of them. Operators could use this opportunity to offer micro betting markets, or player props to that player. We know that the technology is there to do this.

How do these approaches balance the need for immediate engagement with long-term loyalty?

Allan Stone: A lot of the data and technologies that exist to support operators from an AdTech and MarTech perspective, at least from an acquisition side, has not been great. But we are starting to see that change. Operators can no longer leverage 20-year-old technology to solve a modern-day problem. They need to get granular with the data that they have at their disposal and understand where they can improve their media buying efforts. They need to find out how many players they acquired, what their lifetime value is, whether there are any similarities and trends between those players. From there, operators can then optimise their campaigns to focus on just acquiring those players.

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There is much more that operators can be doing to leverage their data at scale and create massive efficiencies in their player acquisition – that, ultimately, would bring down costs. If you can create those efficiencies, you can theoretically reduce your costs by 20-30% which is a huge saving.

Can you give us a brief introduction to Rubystone?

Rubystone is a California-based provider of captivating, free-to-play social gameplay sites, powered by promotional sweepstakes, for the US and Canadian markets. PeakPlay, our flagship brand, is gearing up to launch in over 40 states and Canada, with the intention of shaking up the social sweepstakes industry and quickly establishing itself as a major player.

Our B2C brands lead with a player-centric focus, emphasizing the combination of responsible social gameplay with AAA content and exciting mobile gaming experiences.

In addition to our consumer brands, Rubystone also manages Scion, our B2B platform. This sets us apart by offering third-party brands a gateway into the US market with full compliance and access to premium content. The US audience is one of the most coveted in the world, and we provide operators with a distinctive opportunity to tap into this market, presenting significant growth possibilities for the right partners.

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Can you tell us about Rubystone’s background, as well as your own background in the industry?

Rubystone has its roots on the other side of the Pacific in Christchurch, New Zealand. Gaming Rewards Group (GRG), our parent company, established the company to take over US operations, initially launched under their Ruby Play Network banner.

Rubystone and GRG believe firmly in the power of games to connect players and provide enthralling and exciting experiences.

My professional background includes working in and around the gaming industry for nearly two decades. I was SVP of Games & Marketing at Game Play Network and b spot, driving innovation in online horseracing for a decade. Before that, I was Senior Producer on the ABC gameshow Duel, a producer on The Real Deal, an interactive gambling show at the Venetian, adapted Deal or No Deal into an interactive real money stage show for cruise lines, and have launched more than 85 game titles, including some 70 real-money games and 15 apps.

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My passion lies in bringing the company’s gaming visions to life, and Rubystone allows me to do that by leveraging all of my skills. I embarked on my journey with the company in early 2024. I strongly believe that together, we can revolutionize the social gameplay scene in the US and Canada in a manner that has never been seen before.

What inspired the foundation of Rubystone as the US-based counterpart for New Zealand’s Ruby Play Network?

The founders of GRG recognized the immense potential in the US social gaming market and were determined to tap into it as quickly as possible.

They believe their capabilities set them apart from other operators in the region. Establishing a strong presence on American soil and gaining a deep understanding of the market are vital components of their strategy. With a dedicated US team in place, they are poised to launch and eagerly anticipate partnering with established brands to shake up the North American social gaming and sweepstakes market.

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Can you explain Rubystone’s core mission?

Our goal is simple: we aim to transform the social gaming scene in the US and Canada by offering players compelling brands that prioritize responsible social gameplay and place players’ interests first. This strategy involves two key components. Our consumer-facing websites will boast top-tier content from leading industry names, ensuring our players can access the latest and most exciting online casino offerings while providing top tier responsible gameplay support and fully compliant operations.

The second component is our Scion Rewarded Gameplay Platform. We envision opening up the US market to global brands, allowing them to captivate audiences with highly engaging content. We aim to foster innovation and empower brands to access the US market through a fully legal avenue. Through our full featured platform and trained live operations teams, brands gain entry to over 40 states and Canada, offering significant growth opportunities for all parties involved.

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In an increasingly competitive sweepstakes market, how will Rubystone differentiate itself from its competitors?

The social games and sweepstakes market is insanely competitive, but we are well-positioned to tackle this. Our strategy pairs the expertise of our dedicated US-based management team with the innovation, proficiency and development strength of our New Zealand team. This approach positions us to enter the market aggressively and swiftly establish ourselves as key players.

One of our most powerful market differentiators is our Scion platform, built to run fully compliant operations in over 40 US states and all of Canada. This unique platform enables us to introduce new brands for various third-party partners, including those familiar with the US market but previously unable to launch here. Our capability to not only provide a platform, but run full white-glove live live operations for multiple brands gives us a unique market position.

What changes do you foresee for the social casino and sweepstakes industry’s future, and how is Rubystone positioned to handle them?

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Right now, everybody is looking to grab a slice of the social sweepstakes pie. A whole wave of new entrants is competing to get into the market, and this will present a lot of challenges. Of course, the cream always rises to the top, and we are extremely confident we will do that.

Our experience in the industry and the powerful capabilities of the team backing us ensure we will be able to stay ahead of other operations as competition increases and user acquisition costs rise. We have access to AAA gaming content, industry-leading partners, and marketing channels many operators will struggle to get.

Rubystone’s plan is to establish itself quickly as a leading platform in the US market, integrating the best games and gamification tools on the market, some of which have never been launched in the US before. This, combined with strong marketing across a diverse range of platforms, will help us position ourselves strongly.

Right now, the social games and sweeps industry is under intense scrutiny, both from outside and within. However, skill gaming and fantasy sports have both come under similar pressure and have endured, and I see no reason why the outcome will be any different for social games and sweeps.

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What are the long-term goals for Rubystone?

We are an extremely ambitious team at Rubystone, and we have laid out detailed plans for how we plan to succeed and where we plan to go in the coming years. Firstly, though, we must establish ourselves as a strong presence in the US and Canadian markets.

PeakPlay, our leading B2C brand, will play a major role in the early days of our journey, and we will utilize our extensive marketing capabilities to help establish it as a leading brand. We also want to set an example with responsible social gameplay and fully compliant operations.

2025 will be all about continuing that expansion and onboarding a handful of brands onto our Scion platform. We want to provide brands with an exciting and compliant route into the US market. There is also the possibility of working alongside brands in other sectors that may be considering the social games and sweeps market as a revenue stream but do not have the tools or industry knowledge to do so.

Our goal is to establish ourselves as an industry powerhouse and help power a new era for social gameplay in North America. Of course, we’re not going to give away all our secrets, but you can trust me when I say there are plenty of surprises and excitement in store.

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Safety and compliance are at the core of everything the company does. Can you tell us a little bit more about how the company will continue to tackle the US’s increasingly complex regulatory landscape?

The social gaming market is crowded right now, and getting more crowded. The potential of the market may draw competitors who are less concerned about compliant operations. Despite the competition, we remain confident in our ability to stand out by prioritizing compliance and safety in everything we do. We’re not running fast and loose. We are here to stay. We’re setting up our operations to compete with the top players. With close collaboration between GRG’s core team in New Zealand, and our experienced US legal team, we ensure not only adherence to existing regulatory standards, but that we are prepared to adapt to new requirements as regulations evolve.

From our customers’ perspective, our commitment to their well-being will be evident in the comprehensive responsible social gameplay measures we implement. Our sites will provide players with access to a wide range of educational tools and resources, including time-outs, purchase limits, and self-exclusion. Our customer support teams will also be on hand to help players who feel they need access to further resources or support.

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Can you give us more information about the company’s B2B platform and your future plans for it?

The Scion Rewarded Gameplay Platform is a cutting-edge social gameplay platform set to light up the industry in the US and Canada. This comprehensive platform offers both a full-featured-gameplay platform and comprehensive live operations support for third-party partners, ensuring a secure and compliant entry into the market with the potential for rapid growth.

Scion serves as a complete solution for our partners. It’s much more than a basic Player Account Management system. It encompasses branded website development, game acquisition and management, legal compliance, payment processing, player communications and engagement strategies, tools for responsible social gameplay, top-notch customer support, VIP programs, and much more. Whatever our partners require, the Scion platform delivers.

Everybody wants to enter the US market right now, and we have the capabilities to help the right brands do so.

Offering a level of expertise that few can match in LatAm, WA.Technology has firmly entrenched itself as one of the continent’s most sought-after providers. In our latest exclusive interview, we speak with WA.Technology’s Axel Antillon, Regional Director LatAm, to get the latest on market developments, as well as the level of in-depth personalization required for operators to become a true winner with local players. 

For those that might not be overly familiar with WA. Technology, can you give us a brief introduction of who you are as a company?

Of course! WA. Technology is by far one of LatAm’s most established providers, with an incredibly long history of success on the continent. With our team’s 20+ years of experience here, it’s safe to say that we are now viewed as one of the “go-to” providers for the full spectrum of iGaming solutions required for any operator to be a true market leader. Our years of experience have allowed us to become fully entrenched with some of LatAm’s biggest operators and have a thorough understanding of the unique dynamics within each market.

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We’re very fortunate that our team consists of top-level professionals across just about all LatAm’s major markets, each of whom have extensive experience in the B2B gambling space. This is something that I believe puts us in an incredibly strong position to not only understand the unique demands of each country, but also allows us to offer the best possible turnkey solutions for our partners across the region. Our long history of success and localised delivery here is a testament to that.

Costa Rica and Mexico are two of WA. Technology’s first LatAm markets. How important have these two been for your journey on the continent?

Costa Rica is ultimately where our journey started. But it is actually Mexico which has proved to be our major platform for expansion in the early years of WA. Technology. And there are a number of reasons for that.

It goes without saying that sports, and particularly gambling, are very much ingrained into Mexican culture. The market has been regulated since 1947, meaning that players are well-versed in gambling products – they know what they like, what they don’t like, and what they expect from operators. From an operator perspective, this ultimately means you don’t have to spend time educating bettors on the different types of products available to them.

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If you look at the market’s projections over the next five years, revenue is expected to hit $3.09bn (USD) by 2029, which is very promising. Data from Zendesk Consultancy also suggests that 4.2/10 Mexicans regularly take part in gambling activities – if you compare this to the wider Latin American region, the average is 3.5. This shows just how popular gambling is across Mexico.

The market proved to be a fantastic platform for our expansion further south, with major successes in Brazil and Ecuador following soon after. Peru and Colombia will definitely be next for us – but more on that later.

Given you’re now one of the continent’s most sought-after providers, what’s your current take on market trends and growth outside of Brazil? Which countries offer the best examples of regulation done correctly?

If we start with Mexico, we have seen high volumes of activity across both lottery and casino. Both verticals have proved to be incredibly popular with players. Another trend we have noticed is the increasing adoption of mobile. Of course, this has always been prevalent in the major cities – but that’s now expanding to rural areas at pace, and we’re capitalising on this trend majorly as the balance shifts from retail. Of course, this preference for technology-first experiences makes Mexico an incredibly attractive proposition for operators – and one that we’re leading the way on.

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In Peru, the younger, tech-savvier audience is also showing a strong preference for mobile betting compared to retail and desktop. That’s an interesting insight for us given the previous dominance of retail, but that’s changing fast. Looking at demographics, the market also has a fast-growing middle-class which is growing year-on-year, many of whom are not only familiar with the range of betting products at their disposal but also enjoy traditional sports, casino and esports, making this a great market for anyone looking to expand their Latin American footprint.

From a B2B perspective, Peru’s regulatory framework is also very favourable, – and we really commend the government’s regulatory authorities. Introduced in 2023, the legislation gives a solid base for people to invest in the market and for operators to enter and paves the way for a successful long-term operation.

Ecuador’s regulation is again very conducive to good business. The liberal approach allows operators to offer a vast range of betting products, which has really diminished the black market, where players cannot be protected. While the country has flown under the radar for many, it’s definitely one to watch.

Next up is Colombia, which was the first market to regulate in Latin America and has undergone tremendous growth since online was regulated by ColJuegos in 2016. The richness of its festive culture, alongside the acceptance of gambling, makes it arguably a shining example of a market done right. Colombia is a country already accustomed to bingo and lotteries, but still with a lot of growth projection on the strategic level. Live casino is also becoming particularly popular here – with ColJuegos estimating that it was already taking 8% of the market back in 2023.

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Peru and Mexico have both been incredibly popular markets in the news recently. What would you say are your main USPs here?

In Mexico, one of our offices is located in Reforma – an area that is very central in Mexico City. Our legal team for this market has extensive knowledge of the local regulations and are able to help operators to obtain a licence from Secretaría de Gobernación (The Ministry of Interior).

We are also able to support our partners when it comes to integrations, including payment gateways, which really sets us apart from the crowd. In addition, we belong to AIEJA, the Gambling Association in Mexico, which helps connect operators to various different suppliers. On top of that, we also have a deep understanding of player preferences and the culture. We know how to reach new audiences; what players want and how best to achieve that too. Localisation is key to our strategy in every LatAm market, and Mexico is no exception.

In Peru, we are currently in the process of receiving our certifications. We are about to conclude the vendor registration, which is expected very soon, which will open the doors for new growth at WA. Technology.

This market has been on our radar for many years now. We have been researching it extensively to fully understand how we can gain a competitive edge and how we can best serve our partners. From an operator perspective, this market is high on the agenda for many domestic and international companies already – in fact, the regulator received 145 licence applications during the pre-registration phase alone!

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Peru’s gaming industry has also been growing at a double-digit rate over the last five years, with casino leading the way, followed by sports betting and lottery. Market data suggests that revenue for the country’s online gambling markets could hit US$314.8m this year, with that figure expected to grow to $403.5m by 2028. If the market continues to grow at this pace, the opportunity for WA. Technology will be huge!

It’s safe to say that Peru will undoubtedly be one of our main target markets over the next few years alongside Brazil and Colombia, where we’re also in the process of gaining certification. We’re very excited to see what these markets hold for us!

And what are your USPs for both Ecuador and Costa Rica – given we see less media attention on these markets?

In a word, localisation. This is absolutely essential for any market, but particularly in Latin America where each individual jurisdiction is so unique.

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In both Costa Rica and Ecuador, we have been closely monitoring regulatory developments and changes in player behaviours – research that has allowed us to support our own commercial initiatives and help shape our future partnerships with operators in the market. We also offer localised payment solutions, which is incredibly important. There’s not much point in offering a product if your players can’t deposit or withdraw their winnings, right?

We also offer bespoke betting markets for operators across both of these markets. I don’t just mean tweaking the language to suit the local dialect. We provide everything that operators need to engage with players across these markets – be it markets on local football leagues, or products tailored to sports that are popular within that particular market.

This goes beyond sports betting too. On the casino side, we offer a tailor-made solution to operators so they can effectively meet the needs of their player base. Casino games that might be popular in Mexico might not gain the same traction in Costa Rica, for example. Again, this is really where the retail heritage comes into play – and it’s absolutely essential to understand how the unique retail legacy in each market has shaped slot preferences for each country. In a competitive environment of fine margins, edges like these mean we can provide the tools for our operator partners to quickly gain an edge.

Speaking of player preferences, we’ve seen a shift towards the online space in recent years. How do you keep up with changing trends?

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As we’ve already covered, you have to remember that many of these markets started off solely focused on the brick-and-mortar space. Players would visit casinos and betting shops, and that’s how they engaged with gambling since the 1990s. Now, however, we have a mix of both online and retail with many of the land-based players now transitioning away from the more social-based area of retail to mobile betting that players can enjoy from home, on the commute or anywhere in between.

To capitalize on this, and after extensive research into what these players enjoyed from their land-based experiences, we asked our casino team to integrate our brick-and-mortar offer into the online space. This has worked incredibly well because it allows players to recognise their favourite products and games and enjoy them from the comfort of their own home.

Last but not least, as a major takeaway for our readers – how can we showcase that you are the best provider when it comes to understanding the market?

We have already touched upon localisation, as that’s a major point for us that no outside platform provider can match. We are demonstrating this by offering local currencies, payment service providers, languages, local betting markets and even the creation of “specials” – betting markets that have been developed particularly for one jurisdiction. For example, we have our own dedicated teams and models to price up the likes of Mexican wrestling, the famous “luchadores” – which again, very few outsiders can match in detail like us!

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It also goes without saying that our WA.Platform is also the most comprehensive, solid platform that is available to any operator looking to make a name for themselves on the continent. We offer both scalable and customisable solutions, meaning that operators can continue to drive future growth as they continue to expand their international footprint.